scrumban what it is and when to use it

Scrumban What it is and when to use it.

The Scrumban [R]Evolution Pearson Education (2015)

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Official Licensed Material © CodeGenesys, LLC @ajrdy ajay.reddy@codegenesys.com

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Vague and False Impressions

4 Official Licensed Material © CodeGenesys, LLC @ajrdy ajay.reddy@codegenesys.com

“Broad is the way that leads to” ineffectiveness.

VersionOne’s State of Agile across the industry

-Ken Schwaber

“ 75% of organizations using Scrum will not succeed in getting the benefits they hope for from it. ”

Consistent Problem Areas

Productivity or Perceived Productivity

Predictability

Disconnection with economics

Cargo Cult implementations

Organizational Apathy

Worker or Work focus not value focused

Cargo Cult implementations

Starting With The End In Mind How can you tell if you’re on the right path if you don’t know where you’re going?

Would you tell me, please, which way I ought to go from here?” asked Alice. "That depends a good deal on where you want to get to," said the Cat. "I don't much care where –" said Alice. "Then it doesn't matter which way you go," said the Cat. "– so long as I get somewhere," Alice added as an explanation. "Oh, you're sure to do that," said the Cat, "if you only walk long enough."

Scrumban A misunderstood concept

What’s Your Perspective? Which of these descriptive labels would you apply to “scrumban”?

Agile without Sprints / Time-boxes

No estimation

kanban inside Scrum

Scrum inside Kanban

No project burn downs

No Scrum Master or equivalent role

Scrumban : Original manifestation 2008

Backlog Defined In Progress Done Accepted

Blocked

Limit = 4 Limit = 3 Limit = ∞ Limit = ∞

Blocked

Pull System

Single piece flow

Framework Values Supporting successful outcomes

Courage

Scrum Team-centric & focused on promoting agility.

Kanban Service delivery & evolutionary change

Openness

Commitment

Respect

Understanding

Agreement Respect

Leadership

Transparency

Balance

Customer Focus

Collaboration

Framework Values Supporting successful outcomes

Empiricism Empirical approaches are always favored over theories, and verifiable results over dogma.

Scrumban Grow sustainably

Humility Systems are complex and constantly changing, and we are constantly learning. We must always be ready to challenge our beliefs. Improved understandings and approaches can come from any source.

Constructive Interaction There will always be competing management frameworks and methods. Scrumban emphasizes constructive debate that improves understanding of the strengths and limitations of each over blind acceptance that any one framework represents the “only” or “best” way of achieving a particular outcome.

What is Scrumban? Three Essential Flavors

A framework for introducing and adopting Scrum as a software development methodology.

A framework for evolving from Scrum to a unique set of processes and practices.

Recognized Manifestations

Using Kanban as a lens through which we can view and manage a Scrum work process.

A framework for overcoming common challenges with scaling Scrum across an Enterprise.

The Kanban Method Agendas, values & practices

Serviceability 1

Survivability 2

Sustainability 3

3 Main Agendas

Transparency 1

Balance 2

Understanding 3

Flow 4

9 Primary Values

Visualize 1

Manage Flow 2

Make Process Policies Explicit 3

Develop Feedback Loops 4

6 Core Practices

Customer Focus 5

Agreement 6

Respect 7

Leadership 8

Collaboration 9

Limit Work in Progress 5

Improve Collaboratively & Evolve Experimentally

Applying the Kanban Lens to Scrum Different lenses for different perspectives

Using Kanban as a lens into exis2ng systems enables us to focus on the “right” things – even when they’re outside of our defined processes.

Lead Time A productivity measure

Lead Time Histogram A forecasting measure

Amplify Scrum Understand, Identify and Improve

Scrum commonly does well around These bring additional perspectives and capabilities to the Scrum context

Team focus aiding vision alignment Importance of cadence, rhythm Focus on shorter term planning compared to tradi2onal methods Call for customer par2cipa2on; Value from customer’s stand point Focus on smaller batches. Collabora2on enabler Shared ownership, Cross func2onal work

Key Enabler: High trust environment

Scrum commonly does not do well around These bring additional perspectives and capabilities to the Scrum context

Nature of work-‐ specifically -‐ It’s arrival, it’s unpredictability Longer term considera2ons such as architecture Addressing psychological barriers in implementa2on Product owner role effec2veness and scale Scaling constructs unreliable beyond the team Sprint ‘Commitments’ rela2onship to Market Risks Longer term quality considera2ons Determinis2c planning Share ownership emergence Reliance on top down/ver2cal buy-‐in with affirma2ons of servant leadership

A Scrumban Case Study- Mammoth Success in different contexts

Case Study – Mammoth Bank Overcoming Common Challenges

The State of Scrum at Mammoth •  In third phase of an “Agile Transformation” that began 8 years

earlier. •  Scrum had not been adopted throughout the organization, and the

objective was to now have all development teams practicing Scrum at the conclusion of this latest initiative.

•  Major source of dissatisfaction for business lay with a perceived slow and unreliable delivery from a variety of teams within the IT organization.

•  Major source of dissatisfaction for the IT teams lay with constantly shifting priorities from the business unit, forcing frequent context shifts of work in progress.

•  Teams were also suffering from “improvement fatigue.”

Scrumban: Amplify Scrum A framework for evolutionary change and continuous improvement

Four familiar principles

Start with SCRUM you already do

Agree as a Scrum team to pursue incremental changes to improve the way you work

Respect the Scrum Master, Product Owner and other current roles

Encourage acts of leadership at all levels

A Financial Services Institution

Digital Data Team Served a large number of different business owners. Majority of incoming work related to enhancing existing high-profile applications and services. Constantly shifting priorities across business owners resulted in frequent “project” interruptions. Quality of delivered work was high, but lead times were very slow.

Reported Project Size Time WaiBng in Project Queue

Actual Development Time

Total Customer Lead Time

Small 14 16 30 Small 24 9 33 Medium 16 14 30 Medium 15 27 42 Medium 23 17 40 Medium 24 36 60 Large 20 30 50 Large 25 42 67 Average 20 24 44 Median 22 22 41

Started with Improved Visualization Understanding the current context

New Metrics Exposed New Understandings Understanding the current context

Evolved Existing Visualizations Responding to improved understandings

More Metrics, Deeper Understandings Using Kanban as a lens, the team better understood what to focus upon in terms of addressing challenges.

Sprint Flow Efficiency

Working Time ___________________________________________

Working Time + Waiting Time

Initial Improvements Effects from using Kanban as a lens after just 10 weeks

Key Enablers Trust in the workers and the system

Mapped the Value Stream

Analyzed Flow, Visualized External Dependencies

Captured Objective Data and Negotiated SLEs

Visualizing Improvement Adding discipline & visualization to continuous improvement

1. Challenges and opportuni2es are iden2fied and added to a “backlog” of poten2al efforts.

2. Poten2al efforts are contextualized as to whether they are reac2ve or pro-‐ac2ve (top vs. boeom quadrants) and paradigm-‐changing or paradigm-‐consistent (leg vs. right quadrants)

3. Team priori2zes change efforts and undertakes a disciplined, itera2ve approach toward target condi2ons.

Common Scrum func2ons / prac2ces can be “visualized” to reflect core mechanisms to try using as “countermeasures” for moving from current condi2on to target condi2on.

Visualizing Improvement Harmonizing with other methods and frameworks

This Mammoth Bank Team incorporated A3 Problem Solving and the Cynefin Complexity Management framework as part of their con2nuous improvement discipline.

This worksheet was developed through the point of implemen2ng and measuring the impact of their countermeasures. Note the visualiza2on of current condi2ons.

Visualizing Improvement Harmonizing with other methods and frameworks

Note the con2nued emphasis on visualizing of results and iden2fica2on of next steps in this itera2ve process.

37 @ajrdy ajay.reddy@codegenesys.com Official Licensed Material © CodeGenesys, LLC

Common Challenges

Amplifying Scrum

Cargo Cult Implementations Scrumban

§  Emphasis on systems thinking and understanding of current context helps assure teams and organiza2ons don’t just blindly apply prescribed roles and ceremonies.

Broken Commitments

Scrumban

§  Ac2ve risk recogni2on and management improves ability to aeack highly variable work items early.

§  Expanded opportuni2es to build trust through probabilis2cly determined SLEs vs. just a Sprint commitment.

Disruptive Implementations

Scrumban

§  Core principles of “start with what you do now” and “respect current roles and responsibili2es” minimizes psychological barriers.

§  Preference for evolu2onary vs. revolu2onary change minimizes disrup2on.

Inexperienced Product Owner

Scrumban

§  No longer reliant on individual capabili2es of Product Owner. Risk and economic priori2za2on is visualized and can be ac2vely managed at every phase of the value stream. Arbitrary

Team Size

Scrumban

§  Not all systems are created equal, and some2mes the right size falls outside of -‐Scrum’s recommended 7-‐12 person limit.

Long Standups

Scrumban

§  Visual board radiates status.

§  Emphasis on the flow of work over the ac2vi2es of individual workers mi2gates risk of meaningless conversa2ons on status.

Forced

Co-location

Scrumban

§  Addi2onal prac2ces and mechanics allow teams to effec2vely collaborate from diverse geographic loca2ons.

§  Scrumban aids in building trust.

Adopt Scrum Understand, Identify and Improve

A Scrumban Case Study- Simpli-safe, Capital One, State Street Success in different contexts

-Tobias Mayer

“ Scrum is a good example of an organizational framework. It has well-defined components, namely roles, meetings, artifacts, and values. These are fixed, and failure to embrace the whole usually results in a collapse of the framework. ”

1. Challenges and opportuni2es are iden2fied and added to a “backlog” of poten2al efforts.

2. Poten2al efforts are contextualized as to whether they are reac2ve or pro-‐ac2ve (top vs. boeom quadrants) and paradigm-‐changing or paradigm-‐consistent (leg vs. right quadrants)

3. Team priori2zes change efforts and undertakes a disciplined, itera2ve approach toward target condi2ons.

Star2ng condi2ons: Waterfall Implemeting Scrum

Limited process improvement

Central Project Manager

Large batch End of Project

Long range planning

Time/Scope driven plan

Present Condi2ons:

Implementation route: Scrumban

Trust enabler

Small batch Customer par2cipa2on

Short-‐term, nimble planning

Cadence Beeer Aligned Vision

Crossfunc2onal work

What iteration size makes the most sense for a given team / type of work ?

How many stories to plan for a given Sprint?

How many iterations are going to be needed to deliver a full release?

How many resources will be needed to complete this project within a given time frame?

Scale Scrum Understand, Identify and Improve

Star2ng condi2ons: Scrum and ‘kanban’ teams interoperability Scaling with Scrumban

Dependencies unclear Coordina2on central Fire-‐figh2ng mode Hidden work and unclear rules of engagement. Invisible systems Big release out back. Coordina2on costs high “Scrum of Scrums”

Star2ng condi2ons:

Scrum and ‘kanban’ teams interoperability

Scaling with Scrumban

Present condi2ons: Scrum Implementation route: Scrumban

Dependencies visualized Value chain Focused on minimizing variability in work defini2ons Smaller batches Teams working towards a policy that anyone can stop the value chain Cost of delay priori2za2on Limited work in progress through dependencies

Present condi2ons:

Scrum Implementation route: Scrumban

Dependencies visualized Value chain

Smaller batches Systems Visualized Cost of delay priori2za2on

Why Do you care The market

Interest from the market 1

Mike Cohn recommended 2

Kanban classes vs Scrumban book 3

Here are some indicators

Scrumban is growing

Enhanced Perspectives & Capabilities Frameworks, methods & disciplines we can “plug-in” to Kanban

The GetScrumban Game Experience Scrumban evolutions

10 Minutes Now let’s experience some common evolutions in action by walking through a small portion of the GetScrumban Game…

Introduction Brief overview on what we’ll see.

Game Play Experience a typical evolu2on.

Retrospective Observa2ons and learnings from the experience.

scrumban what it is and when to use it

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